Eco-Design Platform Within an Extended Enterprise: How to Implement It?

2014 ◽  
Author(s):  
Michele Germani ◽  
Marco Mandolini ◽  
Marco Marconi ◽  
Alessandro Morbidoni ◽  
Marta Rossi
Keyword(s):  
Life Cycle ◽  
Design Process ◽  
Product Life Cycle ◽  
Industrial Sector ◽  
Design Guidelines ◽  
Cycle Phase ◽  
Product Life ◽  
Leading Role ◽  
Life Cycle Phase ◽  
Pass Through

Nowadays, the environmental issue has become increasingly important and has taken a leading role in the product design process. The product sustainability pass through the use of specific software tools supporting the design phase. Their integration, to build up a platform, is a key aspect toward the implementation of an effective eco-design approach. Even if the approaches presented in literature to create an eco-design platform aim to integrate environmental aspects during the design process, a proper tools integration is not existing. To overcome these limitations, the paper presents an eco-design platform in which tools for the improvement of the product environmental characteristics are contained. The tools of the platform are used to calculate the environmental impact of a product for each product life cycle phase: manufacturing, transportation, use and End of Life. The platform is completed by a tool containing the eco-design guidelines, also specific for the industrial sector of the company, used to suggest the designers how to improve the product eco-sustainability. The end users of the platform consist of designers from the design office but also from every department relevant for the project, mainly R&D, production, purchasing department, and quality. In particular, the following roles have been considered as users: designer, product manager, environmental manager and buyer. Designers and company experts use the same workspace, made of different tools. They can detail all the product life cycle phases, quantify the product performances, modify its characteristics and verify the improvements obtained without change the traditional design process in a radical way.

Performance Simulation Model in Product Life-Cycle Management

2012 ◽  
Vol 201-202 ◽  
pp. 1046-1050 ◽  
Author(s):  
Bing Han ◽  
Geng Liu ◽  
Hai Wei Wang
Keyword(s):  
Life Cycle ◽  
Simulation Model ◽  
Design Process ◽  
Product Life Cycle ◽  
Life Cycle Management ◽  
Performance Simulation ◽  
Research Issues ◽  
Product Life ◽  
Product Life Cycle Management ◽  
Simulation Process

Automobile, aerospace, and other industrial sectors have evolved over years on product life-cycle management (PLM) systems. Product design and simulation have been long used to support their enterprise-wide engineering activities. This paper describes, in detail, a case study and solution of a simulation process management project called performance simulation model (PSM) .We focus on several research issues, including integration of design process and simulation process, simulation data management, simulation flow management, and the architecture of PSM. A prototype for PSM that allows a unification of design process and simulation process by PDM’s engineering Bill of Material (EBOM) is presented. The prototype has been used successfully for static analysis of transmission system.

Pass-through information support of order industrial production of furniture

10.12737/1761 ◽  
2013 ◽  
Vol 3 (3) ◽  
pp. 76-81 ◽  
Author(s):  
Стариков ◽  
Aleksandr Starikov ◽  
Брыкин ◽  
Aleksey Brykin
Keyword(s):  
Life Cycle ◽  
Industrial Production ◽  
Product Life Cycle ◽  
Information Support ◽  
Informational Support ◽  
Automated Systems ◽  
Product Life ◽  
Cad System ◽  
Pass Through

The advantages of using light CAD system in the production of furniture are investigated. They allow providing rapid product develop-ment, as well as carrying out all necessary engineering calculations. In addition, it is possible efficiently and as quickly as possible to prepare the product for production. The basic stages of informational support through the product life cycle with reference to automated systems are described. There are the advantages of the use of transparent information to support the product in the conditions of order manufacturing.

scholarly journals Design margins in industrial practice

2020 ◽  
Vol 6 ◽  
Author(s):  
Claudia Eckert ◽  
Ola Isaksson ◽  
Safaa Lebjioui ◽  
Christopher F. Earl ◽  
Stefan Edlund
Keyword(s):  
Life Cycle ◽  
Design Process ◽  
Product Life Cycle ◽  
Product Platform ◽  
Close Collaboration ◽  
Industrial Practice ◽  
Product Life ◽  
Design Time ◽  
Design Changes ◽  
Over Time

Abstract As products are being developed over time and across organisations, the risk for unintended accumulation and mis-conception of margins allocated may occur. Accumulation of margins can result in over design, but also add risk due to under allocation. This paper describes the different terminology used in one organisation and shows the different roles margins play across the design process and in particular the how margins are a critical but often overlooked aspect of product platform design. The research was conducted in close collaboration with a truck manufacturer between 2013 and 2018. The objective was to gain understanding of the current use of margins, and associated concepts evolve along the product life cycle, across organisation and product platform representations. It was found that margins already play an important role throughout the entire design process; however, it is not recognised as a unified concept which is clearly communicated and tracked throughout the design process. Rather different stakeholders have different notions of margins and do not disclose the rationale behind adding margins or the amount that they have added. Margins also enabled designers to avoid design changes as existing components and systems can accommodate new requirements and thereby saving significant design time.

scholarly journals Changing assumption for the design process – New roles of the active end user

2009 ◽  
Vol 2 (2) ◽  
Author(s):  
Monika Hestad
Keyword(s):  
Life Cycle ◽  
Literature Review ◽  
Design Process ◽  
Product Life Cycle ◽  
Historical Context ◽  
User Involvement ◽  
Previous Knowledge ◽  
End User ◽  
Product Life ◽  
End User Involvement

The aim of this article is to discuss how end user involvement in all stages of a product life cycle changes the assumptions of the design process. This article is based on a literature review and three case studies – Imsdal (Ringnes/Carlsberg), Jordan and Stokke. Several examples of how consumers or users are involved in various stages of the product life cycle are presented. The product development is affected both by end users’ activity and by previous knowledge of the product. The use of the product is changing the meaning, and even the disposal of the product is affecting how the product is perceived. The product becomes part of a cultural and historical context in which the end user is actively shaping.  

Development of an Automatic Design and Optimization System for Industrial Silencers

2002 ◽  
Author(s):  
Lee Ming Wong ◽  
G. Gary Wang ◽  
Charles Friesen ◽  
Ken How Foo ◽  
Lucas Pang
Keyword(s):  
Life Cycle ◽  
Optimal Design ◽  
Product Design ◽  
Design Process ◽  
Product Life Cycle ◽  
Design System ◽  
Automatic Design ◽  
Product Life ◽  
Design And Optimization ◽  
Optimization System

Current Computer Aided Design (CAD) technologies offer parametric design functions to allow users to easily change products’ configurations, shape and dimensions without reconstructing the entire product model. A programming tool that often comes with most CAD packages enables a designer to better control the parametric interface. However, these two functions focus on rapid production of computer models, which usually takes place after the product design is completed. The product design process, which has more significant influence on product life-cycle costs, is not fully supported. This paper proposes a systematic method in which a product design can be finalized and optimized through the interactions between 3-D solid modeling and customized cost / performance analysis. The entire optimal design process and generation of design deliverables is fully automated through interactive programming. In addition, an automatic design and optimization system for industrial silencers has been developed, which takes customers’ order from the Internet, sends the order to a CAD system, generates the optimal design, and sends back the design to the customer. The entire process takes only a few minutes. The proposition of integrating customized product life-cycle considerations with the model generation and optimization, as well as the developed silencer design system should be useful for other product designs.

scholarly journals THE EVALUATION OF A COMPANY'S STRATEGY BY THE ANSOFF'S PRODUCT MARKET MATRIX/ĮMONĖS STRATEGIJOS VERTINIMAS PAGAL I. ANSOFFO PRODUKTO-RINKOS MODELĮ

2001 ◽  
Vol 7 (2) ◽  
pp. 158-165
Author(s):  
Romualdas Ginevičius ◽  
Renata Auškalnytė
Keyword(s):  
Life Cycle ◽  
Product Development ◽  
Development Strategy ◽  
Product Life Cycle ◽  
Product Market ◽  
Market Development ◽  
Cycle Phase ◽  
Product Life ◽  
A Company ◽  
Expansion Strategies

The I. Ansoff's theories take a considerable place in the evolution of the strategy research. In our opinion, his works are very important, because there is a clear boundary between the strategy formulation process and the strategy as the result of this process. On the grounds of Ansoff's point of view and his product market matrix, we suggest a methodology for determining the strategy applied by the company. I. Ansoff suggested four types of strategy: penetration, product development, market development and diversification (Fig 1). The diversification strategy is the most risky and distracts the company from its production and marketing. Therefore, the penetration, product development and market development will be evaluated. For the first stage of research the evaluation criteria of expansion strategies are chosen. There is not any common criterion of strategy. For evaluating the market penetration strategy the following criteria are chosen: costs of work, costs of resources, productivity of works, promotion costs on the native market. For evaluating the product development strategy the following criteria are used: number of new products, expenses of R&D, number of people who work in R&D, number of sold licences and number of bought licences. For market development strategy evaluating the following criteria are applied: number of new geographical markets, promotion costs on new geographical markets, number of people who work in the new markets. These criteria help to gather data for further research. Then the dynamics of criteria changes is calculated according to the formula: where I p is the meaning of criterion at the beginning of the analyzed period, I pa is the meaning of criterion at its end. This formula helps to calculate the generalized index of expansion strategies according to the formula In the second stage, the priorities of the groups of a company's products are calculated and a group of the product influencing the company's strategy is chosen. On the grounds of sale and export indexes, the product group is attributed to the product life cycle phase. The company's ability to apply strategy is calculated in the third stage of research. Therefore, we have chosen the coefficient K 0 describing the work of each unit, equipment, technology, employees and changes on the market. The coefficient is calculated by the formula Where T is is the time of product innovation, T r is the time of production and realization. The life cycle of product helps to calculate the coefficient K 0. Therefore, the time parameters of this cycle stages are chosen and calculated by regression analysis. Then the stochastic model of product life cycle is created (Fig 2). By a formula the coefficient is calculated and compared with K 0 of the most successful company on the market. Besides, the coefficient K 0 helps to calculate the boundaries of expansion strategy according to the formulas: In this article we have introduced a methodology of the strategy applied by the company. The methodology proves the fact that there is a connection between the strategy of a company and product life cycle. In addition, this methodology helps to plan the activity of a company in future.

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